As non-profit organisations have increasingly moved to use adaptive strategy to address the rapidly changing and complex environment in which they serve their purposes, the question of how these strategic style shifts fit in the governance model arises. A ‘system of controls’ Much governance literature has promoted the view that governance is about establishing and… Continue reading Agile or Adaptive Governance required?
Most non-profit boards rightly focus their risk governance on identifying and assessing risks before developing a set of escalating controls to prevent an adverse event. They then consider how their organisation should respond should the hazardous event actually occur, and how those measures can best mitigate the damage that arises. Some also consider their incident… Continue reading The Incident ‘Post Mortem’: Facts, Causes and Factors
Just as strategic mindsets can be framed in polarised pairs like Growth Vs Fixed, or Solution Vs Problem Oriented, risk management mindsets can also be described as Blocking or Enabling (see header illustration). While reducing any complex matter to a simple binary choice can lead to distorted thinking, when considering your risk mindset it is… Continue reading Blockers or Enablers? The 3 lines of defence
(Part 2 – ‘Duty of Care, Skill and Diligence’ series) The term ‘due diligence’ is most often used to describe a detailed appraisal of a business undertaken by a prospective buyer, with a key focus on confirming its assets and liabilities and evaluating its commercial prospects. In the context of non-profit directorial duties however, its… Continue reading Giving ‘diligence’ its due
A response to ‘apocalyptic’ change narratives Some people love horror movies. They enjoy the adrenaline pumping through them as they imagine themselves the victims of some malign character or force, all the while knowing that it is a fantasy – a waking dream from which they will wake when the movie ends. There is an… Continue reading Driving value or being driven by fear
To avoid oversights, directors need to ensure effective oversight. How ironic is it that a key governance term can have opposite meanings depending on the context in which it is used? ‘Oversight‘ is one of the roles of board directors, meaning they oversee (monitor) the implementation of the strategy they developed, along with the organisation’s… Continue reading Governance ‘lines of sight’